Capacity Building It’S in Our DNA Capacity Building – It’S in Our DNA

Capacity Building It’s In Our DNA Capacity Building – It’s In Our DNA

Capacity Building – It’s In Our DNA

Promoting local bank staff, and training them for their new roles, has always been part of our DNA in the AccessGroup. From our early days, in markets as diverse as Azerbaijan and Mozambique, we have always prioritised internal promotion over external recruitment. In doing this, we have always believed in the power of training to bring talented local staff to the competence levels demanded by their new roles. Initially, this capacity building was conducted locally by each network financial in- stitution’s (NFI’s) learning and development function. However, we soon found that we needed a more formal, standardised approach to ensure quality and network- wide consistency. Consequently, in May 2014, we inaugurated AccessCampus, our learning centre in Berlin.

ACCESSCAMPUS Despite its success in providing capacities, skills and self-confidence to our middle and upcoming AccessCampus is a dynamic, flexible learning senior managers across the network, we were and development programme, held in three faced with two challenges. Firstly, we saw that blocks of two weeks over 18 months, aimed at while we have been able to capacitate middle our network’s future leaders. Its curriculum is management, the NFIs also had real capacity adjusted regularly to reflect the changing needs building needs at lower levels. Secondly, this of our NFIs and market requirements. Its stand- also became evident in the declining qualifica- ardised approach means we can guarantee that tions of candidates for AccessCampus. future leaders in every bank receive the same high-quality training experience. With a blended As a result, in early 2017, we revised our ap- learning approach proach to human capacity building and resource AccessCampus allows us to that combines management. Building on the success of Access- eLearning through Campus, we decided to expand learning and de- capacitate and develop our talent our learning man- velopment activities to target almost all levels agement system of staff. This involved a shift from middle man- (LMS), AccessMind, and classroom training in the agement training exclusively delivered in Ac- Berlin campus, AccessCampus allows us to ca- cessCampus to entry level management training pacitate and develop our talent. delivered on a broad scale inside the NFIs them- selves via a new programme, AccessFoundation. As of September 2019, 54 middle managers from This also has the advantage of better preparing our NFIs have graduated, with many more cur- top performers for AccessCampus by ensuring a rently on their journey through the programme. more homogenous level of knowledge among This means that AccessCampus helps ensure candidates. Moreover, the new holistic approach that there is a pool of internal, local talent ready is tied to an overall concept that tackles human to take the next step in their careers and assume resource management based on a model of com- the greater authority and responsibilities that petencies that each employee needs to demon- come with promotion. strate.

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ACCESSFOUNDATION ACCESSMIND

AccessFoundation targets the almost 600 mid- AccessMind is the AccessGroup’s LMS, our plat- dle and upcoming middle managers of our six form for delivering eLearning to employees in African NFIs. Skills development (in both techni- eight countries. To date, 5,194 employees have cal and non-technical subjects) is conducted on been registered as participants. Those partici- a foundational level, ensuring increased stand- pants have, in turn, been given access to 11,460 ardisation across the network, thereby allowing customised eLearning components. The aver- for better exchange opportunities of local level age completion rate is currently 76%, meaning employees. It also prepares high potential can- that, at any one time, didates for further competency and proficiency three out of every four training to assume additional responsibilities. released eLearning AccessMind eLearning also Participants benefit from our blended learning components has al- allows us to target and reach approach and a custom-designed standardised ready been finished by training package developed by Head Office -ex participants. huge numbers of employees perts in learning and development. Local trainers are trained on the curriculum subjects and AccessMind went live in Rwanda and Zambia in on how to use this package (which consists of 2017. Liberia, Georgia and Nigeria followed in an eLearning component, classroom facilitator 2018, with Tanzania joining in 2019. Madagascar guide, PowerPoint presentation, and learner is currently in the process of rolling out the LMS workbook). Equipped with the materials and this to all branches. knowledge, they then return to their NFIs and conduct the training locally. AccessMind allows us to provide a fully blended learning solution (a mix of classroom and on- By defining job-specific competency profiles, line learning) to participants of AccessFounda- the AccessGroup will have a multifunctional tion and AccessCampus. This means that we can tool which can be used when designing and ensure the classroom component of these pro- developing training interventions, specifically grammes is free to concentrate on value-added targeted at competency gaps. We can use these activity-based interventions, rather than on con- competency profiles to effectively recruit, select, textual or background content that is best pre- train and appraise our employees. This targeted sented online. AccessMind eLearning also allows approach to people development creates a mo- us to target and reach huge numbers of employ- tivated and capacitated workforce, a workforce ees (who we could never hope to reach in the who knows how to perform in their jobs and classroom) with bespoke compliance training what is required to grow in their careers. tailored specifically to the AccessGroup experience. This helps us to capacitate employees at all levels and in all locations, increasing partici- pation, engagement, and content relevance.

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THE ACCESS DEVELOPMENT PROGRAMME

At AccessGroup, we believe that intense human AccessCampus is the next step up, aimed at mid- capacity building and resource management will dle management and future leaders, and covers improve management of our institutions and subjects such as change management, leader- prepare our staff for upcoming challenges, espe- ship, financial modelling and people manage- cially in times of complex, potentially disruptive ment while also providing advanced training in changes. To achieve this, we build on a compe- many of the subjects treated in the earlier levels tency-based HR approach, which takes a holistic of the Access Development Programme. approach to people development: the Access De- velopment Programme. This programme focuses Finally, the Executive Leadership Programme, not just on the tasks and outputs of a role but proposed for 2020, will be aimed at senior man- also on what behaviours need to be demonstrat- agement in the AccessGroup. ed when completing tasks. Capacity building plays a crucial role as it helps The Access Development Programme has five us go beyond realising organisational chang- levels, beginning with Onboarding. All staff join- es that are directly related to technical inno- ing our NFIs are enrolled in this level and are vations. It is essential that the institutions go provided with induction training that supports even further and realise an overall shift in cor- them at the start of their journey through the or- porate culture, putting the client at the centre ganisation. Subjects covered at this level include in all regards. Client centricity then becomes a information security, money laundering preven- cross-cutting philosophy within the institutions. tion, and our environmental and social manage- This in turn will contribute to outreach and prof- ment policy (ESMS). itability. Therefore, Capacity Building forms a key component of the Access2Access Programme The next level of the Programme is Core Compe- (A2A) and is supported by Mastercard Founda- tence. This is aimed at branch staff and capac- tion as part of the Partnership Programme with itates them on subjects like financial analysis, AccessHolding. customer service, sales, and risk management.

AccessFoundation is the next level and is aimed The Access Development at entry-level managers. It covers subjects such Programme has 5 levels: as project management, digital finance, coaching » Onboarding skills, time management, and negotiation skills. » Core Competence » AccessFoundation 5 » Access Campus » Executive Leadership Programme

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EVALUATING OUR PROGRESS

To establish a robust framework for measuring the effectiveness of learning and the transfer- ence of skills to the workplace we have adopt- Over the next few pages, you can see what some ed the Kirkpatrick evaluation model, one of the participants of our programmes view our capacity- most common ways that learning and develop- building interventions. ment (L&D) professionals measure the effectiveness of capacity development. We measure on four levels of the model: Reaction, Learning, Behaviour, and Results. „ The Kirkpatrick model takes account of learners’ reaction to training and alignment to the learn- Promoting local bank ing objectives established within the course curriculum. The model also looks at the learner’s perspective on how transferable the learning is staff, and training them to the workplace. At higher levels, it looks at the changed behaviour or applied learning in the for their new roles, workplace, as well as the overall business impact, or the bottom-line results. has always been part of In the classroom, we provide AccessCampus and AccessFoundation participants with an evalua- our DNA. tion form to gather their perspectives. We also provide participants of our AccessMind platform with the chance to evaluate their learning ex- periences every time they complete an eLearn- ing component. We use a net promoter score question to identify whether participants would recommend the course they have completed to others. We then use this feedback to improve the quality of our courses and programmes by making improvements to the next generation of releases.

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I feel like a Banker

Fidele Ntagawa Ngando is the acting Head of HR at AB Bank Rwanda. He has been the Learning and Development Manager for over a year, and had a previous stint with the bank before returning in 2018. Here he explains how our capacity-building programme has impacted his work and life.

The support of the team and The Change Management course in the Access- management was so important Campus programme allowed me to differenti- „Support“ to our eventual success. We ate between adaptive and technical challenges. shared tasks between us and The courses on Risk Management and Financial we achieved together. Without this teamwork, Statements made me understand what’s good we would have achieved nothing but Arah Sa- for the bank. I am now prepared to take any po- dava, our CEO, and Roberto Randrianarison, the sition or opportunity if it comes up. I feel like a Chief Business Officer, gave me the support I banker! needed. They believed in me gave me the chance to attend AccessCampus and take part in other training initiatives.

I took part in Hay Grading training in Zambia. I also had Coursera training over a three-month period. All of these things allowed me to become a good HR manager. One of my biggest achieve- ments was in getting the completion rates for our eLearning courses up from 37% to 97% in Rwanda.

Since I rejoined the bank, I have gained skills and experience that I use not only on the job, but in my life in general. I am happy. I feel well equipped.

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„Confident“

Thanks to AccessCampus, I am also coaching two staff at work and have coached others previous- ly. I have been able to win people’s trust through coaching and help them improve their own performance. But training opportunities have also affected me in other ways outside of work. I had never flown before my 30th birthday, but in the last year I have flown five times to three different countries, Georgia, Zambia, and Berlin to attend AccessCampus, AccessFoundation training of trainers, and the People Partnerships HR in Action workshop. Going to Berlin was a big deal to me. Everyone dreams to be in Europe, but I was a little scared to fly at first. Now, I am very confident.

My second child was born on the 23rd of August last year, just two days before I had to fly to Ber- lin. I didn’t hesitate to go because I know that by going I am supporting my family and helping to put my children through school.

I believe that there should be learning opportunities for all. If people have a willingness to achieve what they want to achieve, let them set their goals.

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I have a new perspective

Olusola Ogunlade joined AB Microfinance Bank Nigeria in 2010. Here he explains the impact of our capacity-building programme on a career path that has seen him rise through the ranks from junior loan officer to manager of one of the biggest branches in the country.

I joined ABN in April 2010. I was soon promot- The coaching concept of “mirroring” is some- ed to a loan officer position and then spent two thing that I have specifically applied. Mirroring years in a new SME department that had been is a way of increasing rapport with somebody set up. The recovery department showed interest through body language. I have used this in my in me as I had no unpaid loans or portfolio at branch with my staff. I have become their friend. risk (PAR). So, they asked me to help loan officers I have also paired up high achievers with those with high PARs. Up to that point, I had never been who were struggling and it has built rapport a supervisor but was interested in a branch man- considerably. There is a better bond between us. ager position that came up. Normally, the path is to become a senior loan officer, then group leader, and finally branch manager. However, despite doubts that I was qualified, I discussed my suita- „Demystifies“ bility with Johannes Mainhardt, the Chief Credit and Operations Officer/Deputy CEO, and got the role at the second largest branch in Nigeria. I had managed a group of lawyers in the past, so I would strongly recommend AccessCampus to managing people was not completely new to me. others. It grows people and helps their personal development. Travel is a different ball game. It broadens horizons. I have seen performance sky rocket with AccessCampus. Meeting other partic- „Serious help“ ipants in Berlin also changes perspectives. We use What’s App to stay in touch now. Over the following year, I reduced the PAR of the branch and moved to the Lagos Island branch You also see how the Head Office operates. -Go in October of 2016. There, I have reduced the ing to Berlin helps me to put a face on a name. I poaching of staff by other banks which had had a very specific image in my head of Dr. Bernd become a problem. AccessCampus was of seri- Zattler (AccessHolding CEO), but when I go to ous help to me on my journey. I have been able Berlin I see somebody who is in the office -be to apply many of the coaching concepts that I fore anyone leading by example rather than by learned, and it has given me a new perspective dishing out orders. Going to Campus demystifies on meeting targets. It has convinced me that we what’s in your head about the organisation. succeed or fail together, that no man is an island, and that we should cross-sell more in our banks.

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Learning Motivates Me

Tatamo Andriamahenintsoa joined AccessBanque Madagascar in 2009. Here she explains how our capacity-building programme has influenced her career in various roles from client advisor to service delivery coordinator to project manager.

I joined ABM as a client advisor at an upcountry branch. I had some IT skills and like to take initiatives and was soon promoted to support oper- „Convinced“ ations at the Head Office, specifically as the AML The coaching course is a great example of how representative of the bank. In 2012, I became a Campus has changed things for the better. Peo- specialist who supported the overall operation ple asked me to coach them as I was “trained of the bank and helped in the rollout of MyMBS, in Europe”. Now, they are fully convinced they our core banking system. can change and they tell me that I have already made a great change in their lives. That’s an I first visited Berlin two years later for a work- amazing feeling for me. I have made a bigger shop, by which time I was a service delivery co- impact than I ever thought I could. ordinator. In 2015, I accepted the challenge of becoming the project manager of agency bank- The coaching course was not just beneficial in ing and attended conferences in South Africa my professional life. It has also changed me in and Abidjan. I like travelling and learning from my personal life. For example, I had given up people with experience. playing the violin because my kids got in the way, as kids do. In the coaching course, I accepted the challenge of learning to play a new song, so I used what I learned to set a date and „Triggered“ achieved it through discipline, willpower, and or- ganization. I applied the directions I learned and it paid off. Now I am play- I then became acting head of HR for three months ing again. I will bring the due to maternity leave and started the Access- violin and play a song for Campus programme. This gave me a different my graduation. When I am view of digitalization and our overall strategy, working I don’t have to say and the change management showed me how I “it” – no matter what “it” is. could play a part in it. AccessCampus triggered in People see “it” through my me a willingness to learn. It changed my state of actions. mind. Learning motivates me. Campus makes me think that I’ve got lots to learn yet, but I could be a key part of change.

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The partners

ACCESS MICROFINANCE HOLDING AG ABOUT THE MASTERCARD FOUNDATION

Access Microfinance Holding AG (AccessHolding) The Mastercard Foundation seeks a world where operates a network of eight banks and microfi- everyone has the opportunity to learn and pros- nance institutions in sub-Saharan Africa, Central per. The Foundation’s work is guided by its mis- Asia, and South America. The Network Financial sion to advance learning and promote financial Institutions (NFIs) are microfinance-oriented inclusion for people living in poverty. One of and primarily located in urban and peri-urban the largest foundations in the world, it works areas. To date, the core business in the majority almost exclusively in Africa. It was created in of the institutions has been the provision of 2006 by Mastercard International and operates micro, small, and medium business loans. All independently under the governance of its own African network institutions are deposit-taking, Board of Directors. The Foundation has offices in as AccessHolding considers serving all of its cli- Toronto, Canada and in Kigali, Rwanda. ents’ needs to be essential towards its mission. In 2014, AccessHolding opened the training Visit www.mastercardfdn.org for more informa- centre AccessCampus for employees, which pro- tion and to sign up for the Foundation’s news- vides the necessary education for bank middle- letter. managers to perform more senior managerial roles in their institutions. Follow the Foundation at @MastercardFdn on Twitter.

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ACCESS2ACCESS (A2A) PROGRAMME

The Access2Access (A2A) programme was set The Capacity Building component strengthens up in summer 2016 with a total value of USD human resources of the NFIs by supporting Ac- 33 million. In September 2016, AccessHolding cessCampus (network-wide education of middle entered into a Partnership Agreement with managers), AccessFoundation (training of train- Mastercard Foundation to support the A2A ers and local advanced learning for all staff) as Programme with USD 15.5 million over a period well as the development and implementation of of five years. an e-learning platform (AccessMind). The inten- sive and diversified Capacity Building initiatives The overall objective of the A2A programme is to qualify staff to manage complex changes related strengthen the capacities of the AccessHolding to the introduction of digital products and ser- Network Financial Insitututions (NFI) with the vices, and to put the customer in the centre of aim of increasing outreach and improving access all developments. The Digitalisation component to financial services that meet client needs more broadens the range of channels, products and efficiently and profitably. The partnership with services that customers can access, based on a Mastercard Foundation has two components: (i) client-centric business model. At the same time Capacity Building and (ii) Digitalisation. the new developments improve the institutions’ internal efficiency, and are built on a solid, scala- ble, flexible and secure IT architecture.

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alwaysAccessible

contact accessholding.com Christoph Diehl (Senior Manager Partnerships) [email protected] +49 (0) 30 5900 10 - 134

Imprint Authors: Brian O’Driscoll, Abenaa Addai; Berlin 2020 Credits: Coverphoto: rawpixel/ Teddy Rawpixel, Inside photos: Brian O’Driscoll